* The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic – Peter Drucker * Change before you have to – Jack Welch * It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. -Charles Darwin A flagship annual document of the Ministry of Finance, Government of India, Economic Survey 2011–12 reviews the developments in the Indian economy over the previous 12 months, summarizes the performance on major development programs, and highlights the policy initiatives of the government and the prospects of the economy in the short to medium term. Some of the major highlights of this document are as mentioned below: * Managing growth and price stability are the major challenges. * In 2011-12, India found itself in the heart of these conflicting demands. * The Indian economy is estimated to grow by 6.9 per cent in 2011-12, after having grown at the rate of 8.4 per cent in each of the two preceding years. This indicates a slowdown compared not just to the previous two years but 2003 to 2011 (except 2008-9) * India’s slowdown can be attributed almost entirely to weakening industrial growth. The manufacturing sector grew by 2.7 per cent and 0.4 per cent in the second and third quarters of 2011-12. * The global economy turned sharply owing to the turmoil in the euro-zone, and questions about the outlook on the US economy provoked by rating agencies. Table 0.1 KEY INDICATORS

INDUSTRY AND INFRASTRUCTURE : Industrial growth, measured in terms of the index of industrial production (IIP), shows fluctuating trends. Growth had reached 15.5 per cent in 2007-8 and then started decelerating. Initial deceleration in industrial growth was largely on account of the global economic meltdown. Fragile economic recovery in the US and Europe and moderately subdued expectations at home affected the growth of the industrial sector in the current year. Overall growth during April-December 2011 reached 3.6 per cent compared to 8.3 per cent in the corresponding period of the previous year. The industrial sector performed poorly this year and the share of industry in the GDP, which had peaked at 28.7 per cent, has now retreated to 27 per cent. This is an adverse move for an emerging economy. All above. Ref. http://www.indiabudget.nic.in/survey.asp

Such change is something which every country, every organization has experienced, but successful sustainable change is not. Too often organizations fail to realize the full potential of their intended change. The result – time, energy and money – wasted. In today’s economy, can you afford the cost of unsuccessful change? Some of the huge challenges currently facing the global economy are mortgage crisis, rising costs in every facet of organization such as raw material, energy, manpower and against which increasing pressure for being competitive in market. It’s kind of uncertainty about the economy around the world, that has organizations embarking on huge changes or at the very least contemplating what change they need to make next in order to...

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UNIVERSITY OF NICOSIA
ORGANIZATIONS & HUMANRESOURCEMANAGEMENT
MODULE CODE: MBAN-609DE
ASSIGNMENT 1
BY:
PERFECT MAWUNYA DEKU
SEPTEMBER-OCTOBER
2014
A REPORT ON WHY STRATEGIC HUMANRESOURCEMANAGEMENT IS
IMPERATIVE TO THE LONG TERM SUCCESS OF THE COMPANY
INTRODUCTION
Over the years, successful HumanResourcemanagement has proved to maximize services, profit margins and the entire work profile of various consortiums, companies and multi-national firms.
I believe HRM is simply the process of hiring and developing employees to ensure they become valuable to the organization. Another school of thought explains HRM more explicitly as an organizational function that aims to maximize employee performance in relation to the employer’s strategic objectives. Humanresourcemanagement aims to ensure the organization’s ability to achieve success through people.
The world is rapidly changing where humanresource is organized and prepared to deal with the change of work, which involves recruiting and training the right people for the appropriate position.
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...﻿CONTEMPORARAY ISSUES IN HUMANRESOURCESMANAGEMENT
SKILLS GAP
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The two major...

...﻿Situation:
1. HumanResource Manager of PepsiCo’s Possible Reasons for Cessation of Employment
1. He/she got a better offer from the competitor company. That offer can be more salary or an upper position than PepsiCo.
2. Conflicts between management and HR Manager regarding a company issue or conflicts between employees and HR Manager.
3. Changes in his/her life situation. If he/she is married or had a baby, and the salary and benefits no longer support your needs, he/she has to find a better opportunities to support his/her family.
4. The culture and values of the company is way different from His/her culture and values then it will be difficult for him/her to apply this in work.
5. Because of the high stress level at work, that affects the physical or mental health and also it affects the relationship between his/her friends and family.
2. The Company Exit Procedure for the Above Situation
Exit interview is very important for the both parties to communicate with each other and discuss about the issues he/she have and about the policies. First of all HR Managers left the job without giving any notice to the management of the company and for that company can take legal actions against the former HR Manager. Before that company should conduct an exit and release interview to former HR Manager to know the reasons behind the action. To do that Company can communicate with former HR Manager to do...

...strategic approach to humanresourcemanagement, seeks to proactively provide a competitive advantage, through the company’s HRM practices.
Every organisation is concerned with competing effectively in the global market. BASF’s mission and values are set out in the case study (Mancosa 2014:38) as follows:
Mission: To increase the satisfaction of customers, employees and shareholders. BASF makes sure that they add value, innovate to make customers more successful, drive sustainable solutions and forms the best team.“Each of these companies strives to make their customers more successful…”(Mancosa 2014:38).
Values: The values stated in the case study (Mancosa 2014:38) are Creative, Open, Responsible and Entrepreneurial.
It is clear that two strategies are being used in BASF namely Overall Cost Leadership as well as Differentiation.
Description
Impact on HR practices
Overall Cost Leadership
(Noe et al,2012) defines Overall Cost Leadership as “…becoming the lowest cost producer in the industry”
Skills requirement and investment in training (Mancosa,2014) states “…BASF Holdings (Pty) Ltd have invested approximately R3 million in training initiatives.”
Promote internally (Mancosa,2014) notes “…aim to promote pools of talent allowing it to fill positions from within…”
Differentiation
(Noe et al,2012) defines Differentiation as...

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HumanResourceManagement
The first stop at the place of employment on the first day of work is humanresourcemanagement (HRM) office. Known in the past as the personnel department is now HRM; the place where contracts and all necessary documentation is processed before employment begins at the workplace. To some this is a friendly place and to other is threatening.
Definition
To understand what humanresourcemanagement means and does, it is necessary to begin with a definition of its terms:
Human: of, relating to, or characteristic of humans, consisting of humans (Merriam-Webster).
Resource: a source of supply or support; an available means usually used in plural; a natural source of wealth or revenue often used in plural; a natural feature or phenomenon that enhances the quality of human life; a source of information or expertise (Merriam-Webster).
Management: the act or art of managing; the conducting or supervising of something (as a business); judicious use of means to accomplish an end; the collective body of those who manage or direct an enterprise (Merriam-Webster).
From these definitions an idea of humanresourcemanagement forms and can be states as: The art of conducting or supervising the source of supply or...

...vision-casting management and adaptable employees. In yesterday’s business model, the humanresource role was to find employees and to handle benefit administration. Sometimes, payroll or other similar managing functions were incorporated, but rarely straying from this mold. Today, humanresource managers deal with employment laws, turn-over trends, economic up and downs, and technological advancements allowing for company growth in e-business and globalization. The HR manager has become the bridge builder between upper management ideals and employee realities.
The first trend that challenges roles that the HR manager plays in an organization is the shortening of the seas. Globalization through technology advancements and company mergers has redefined the importance of corporate policy of which HR influence should play a stronger part. “In geocentric or global companies, strategic decisions, including those pertaining to HR, are supposed to be made regardless of geographic boundaries. In other words, in a geocentric organization, HR policies should be developed with input from around the world (Schneider, Tung, 2001)”.
Advancements in technology have led more and more companies to embrace business partnerships in cyberspace. As a business grows, dependence on computer systems that can handle increased workloads, and functionality, are at a premium. “As those systems...

...HUMANRESOURCEMANAGEMENTPRACTICES IN SMEs: AN OVERVIEW
Dr.R.SEENIVASAGALU
Associate Professor, PG & Research Dept.of commerce, Government Arts college(Autonomous), Nandanam, Chennai- 600 035.
Abstract
In this article, the current state of HumanResourcesManagementpractices in Small and Medium Enterprises (SMEs) is explored. The owner-managers play important roles in managing humanresources in SMEs. This study specifically examines the current HRM practices prevailing in SMEs and its implications. Data were collected by using questionnaire from79 Small enterprises and 44 Medium enterprises located in and around Chennai cit (Tamilnadu) on the prevailing HRM practices. It was found that the formal HRM systems in SMEs were low and owner-managers played a central role in the HR functions of their enterprises. Compared to small enterprises, the level of formal HRM practices was found to be higher for Medium enterprises and also higher when employee strength is more. An inverse relationship between the extent of involvement of the owner-manager in managing humanresources and the extent of a formal policy for HRM was evidenced. Implications of decisions by owner-managers to keep HR...